Surbhi Dubey

Commercial Contract Management – Process Manager (Sep 18 till date)

• Developed and implemented yearly strategies to mitigate contractual risks ensuring no/minimal value leakage in relationship with strategic suppliers.
• Review monthly performance results to target and take corrective measures with authorization and escalation : Contract Compliance I Claims I SLA/KPI - settled dispute worth Euro 300K with 3 strategic suppliers in FY22.
• Led revenue generating & scope expansion projects, by selling services as product to 8 partner markets & Joint ventures in 15 months
• Leading global Supplier Performance evaluation program, hosting quarterly executive governance calls with 12 strategic suppliers on contractual performance, perception score & improvement plans.

Category Sourcing - Market place & Long tail (July 2015 - Aug 2018)

• Set up new marketplace line of business to build solution to source IT products using B2B model for Global markets : Investigation & commercial discussion I Supplier selection I Punch out catalogue I Contract sign-off I Supplier on boarding
• Savings of Euro 6.2 MN achieved post standardization of 6 categories in 13 months with average supplier optimization benefit received as 75% - Category identification with sourcing approach (Regional/ National) I Demand aggregation & forecast I Freeze standardization globally I Supplier Selection (RFI I RFQ I RFP) I Negotiation & Cost benefit analysis I Contract sign-off & execution.
• Ensuring statutory, internal audit management and compliance

• Improved supply chain from 60 days to 21 days after strategic planning through VMI (Vendor managed Inventory system for major MSL (Minimum stock level) items
• Implemented vendor evaluation process for Top 10 suppliers on quarterly basis assessing the performance of the Supplier basis quality, delivery & cost trend.
• Finalized rate contracts for PAN India and South Asia region facilitating cost saving for B class category.
• Designed, implemented SOP (procurement & inventory), procurement policies, process templates and performance tracking reports for South Asia region.
• As ERP process owner - Led ERP migration project & conducted workshop & imparted training to South Asia Region procurement team.

• E2E management of new/developmental project for development of new/existing supplier through RFQ-QCR-PMR (Pre manufacturing review) - FAI with cost benefit analysis.
• Planning, purchasing & monthly deployment of A & B class (electronics such as GTO, Pcb ,VCB & sheet metal fabrication) in propulsion power & control (PPC) 3-phase electric locomotive, and achieved 30% material cost reduction in conventional locomotive equipment Vacuum circuit breaker by localizing.
• Bombardier President Award for successful implementation of SAP VCM Module in a crisis situation within 1.5 months.
• Identify the bottlenecks & offloading through outsourcing & localization ensuring timely availability, aiding yearly cost reduction targets.
• Review on the deviation received from supplier for the material acceptance, in respect of assembly fitments, drawings, specification & application requirements.
• Lead Coordinator from SCM for (1) ISO 9001-2008 (2) OSC audits and (3) Supplier Evaluation Approval Process (SEAP) auditor for fabricated components.

• Identified and driving five Lean 6 Sigma and Kaizen projects on shop floor as follows:
• Average stock receipt life (demand to receipt) of 2 critical components (pipe fittings, flanges) reduced from 3 months to 28 days & as a result of Value Stream Mapping - DMAICL demonstrated.
• 26% of monthly production hours were getting lost due to improper determination of stud length made zero by customizing ERP & making it system driven through IT.
• Lead time of channel and magnum valves from customer order to ship reduced by 45% by training, demonstrating Value Stream Mapping - DMAICL.
• Kaizen Rack - designed & installed on shop floor - 16 vertical storage rack from waste material using 6s, visual control & ergonomics to minimize searching time, various safety hazards and improved accessibility.

• Facility planning layout - Number of workers getting exposed to noise level was reduced from 16 to 2, noise level from 90 to 82 decibels and cycle time reduced from 32 hours to 23 hours per compressor by leveraging throughput & distance study in compressor casting cleaning area.
• Enormous reduction in man-hrs. & cycle time due to resourceful design & installation of pipe bending fixture for inter-coolers.
• Monthly key performance indicator (KPI) reporting which includes OTD, Units shipped, Safety score, COQ, FPY, Monthly Sales to management.
• Conducting LSS audit at shop floor by reviewing 5 LSS matrix: 1) DSA (Daily scheduled adherence) 2) BDP (Best demonstrated performance) 3) DPU (Defect per unit) 4) Safety score 5) 6S score.